SALON MANAGEMENT PERFORMANCE APPRAISAL

Transcription

1 Name O = How I rate myself [ ] = Manager's Rating Salon Location Date / / The performance appraisal (PA) is designed to be a feedback tool, an instrument of two way communication. During the PA there should be no great surprises since the goal is ongoing feedback. Schedule appraisals well in advance and conduct in a private setting (without interruption) with adequate coverage to handle customer service and operational demands of the day. Place emphasis on having an open conversation and discussion on growth factors, not on the rating marks themselves. Prior to the PA, each person being rated should complete a self-appraisal. Use this form to indicate each self-rated factor by circling a number and taking notes as appropriate. The appraiser's rating should be noted by drawing a square. The preferred format of the appraisal discussion is for the appraiser to open with a reading of the Rater's General Comments along with an overall rating. Next, the person being apprasied apraisee should speak regarding each dimension/factor with the appraiser following up on those comments with thoughts and prepared comments, thus allowing a free flow from one topic to the next. PLACE THE SIGNED ORIGINALS OF THE IN THE MANAGER S HUMAN RESOURCE FILE. I. GENERAL ATTITUDE T3* Lives up to the Mission Statement and leads by example. Believes in the worth of empowerment to serve and satisfy the guest - now. Puts the guest first in all situations and acts on the guest's behalf in all decisions. Is constantly thinking of new and better ways to serve the guest. Believes that if you are going to make a mistake, it is better to error for the guest. II. BEHAVIOR PATTERNS T3*

2 Actively recruits qualified candidates to ensure adequate salon coverage at all times. Only hires individuals who are believed to have a positive guest service attitude and excellent technical skills. Greets guests personally and offers appropriate feedback to associates regarding their greeting standard. A team atmosphere is set throughout the salon. Treats each person with dignity -- all guests are treated as valued individuals. Promotes the ideal of each guest leaving the salon feeling better about her/himself. When not serving a guest, actively promotes salon business and properly delegates promotional tasks to salon team. Phone is always answered by the third ring and proper salon greeting is used. Salon team is properly trained in Guest Service through role play, coaching and feedback. Is consistently a positive guest service role model. Consistently demonstrates confidence and technical ability to perform all services. (If applicable) Maintains open communication with salon team, always keeping them informed of important company sponsored education seminars, policies, promotions and events. Ensures that each guest is thanked and invited to return. Ensures that each new guest receives a Thank You card and other mailers as appropriate. Page 2 BEHAVIORAL FACTORS I. LEADERSHIP T3 Communicates: allows two way communication with each person. Fosters team effort. Listens to individuals concurs and ideas--deals fairly and consistently with everyone. Motivates in a manner that inspires confidence, respect, cooperation and enthusiasm. Increases the productivity of subordinates. Fosters a productive work environment, builds morale, and stimulates people to excel. Delegates: empowers subordinates to get the job done. Follows up on all delegated tasks. Gives appropriate ongoing feedback (both positive and negative) to all regarding performance. Shows the courage/wisdom to trade up on non-productive/"counter customer" people. Follows through on regular salon meetings expressing a sincere desire to cultivate a strong and productive team.

3 HUMAN RELATIONS FACTORS IMPACTING LEADERSHIP EFFECTIVENESS Interpersonal Skills T3 Takes 100% responsibility for building and maintaining a strong team. Demonstrates ability to interrelate positively with others at all levels. Perceives and reacts sensitively to the needs and behavior of others. Pleasant and friendly when dealing with team members, peers and subordinates. Compromises when appropriate in order to attain the desired objective. Flexibility T3 Receptive to new ideas or methods Conforms if necessary to new situations Subscribes to the principle of constant improvement Open and eager to attend advanced training classes, ensuring proper attendance of salon team. Page 3 Temperament T3 0 E+/E E- P+ P P- NP+ NP NP- 1 T Handles daily problems and crises, maintaining a rational even-tempered approach. Retains composure under adverse conditions and stress. Maintains an outlet or sounding board so that stress does not become harmful. PROFESSIONAL IMAGE T3* Sets the example by consistently wearing clean, fashionable attire that is compliant with the dress code policy. Hair consistently finished and fashionable. Cosmetics worn consistently, appropriately and professionally. (If applicable) Shoes consistently clean and fashionable.

4 Proper hosiery and undergarments are worn at all times. Consistently and appropriately accessorizes so as to enhance professional appearance. Total look promotes a feeling of trust with guests. Personal hygiene always impeccable. Salon sanitation practice is consistently up to standard. II. IMPACT Initiative T3 Takes the lead by organizing important activities within the scope of assigned responsibilities in the absence of instructions. Pushes the work rather than letting it push her or him. Does not procrastinate. Page 4 Effort T3* Displays a high level of work motivation and effort. Uses physical and mental energy to accomplish goals. Accepts Responsibility T3 Assumes the responsibilities which are delegated. Copes with and properly utilized the authority that is delegated with the responsibility. Maintains accountability for actions. Meeting Participation/ T3 Communication Contributes to the results by active participation and listening.

5 Takes information back to salon team, sharing with all who are affected. Conducts salon meetings at least once a month. Expresses oneself effectively one-on-one and in small groups. Has the daily discipline to thorough read and react to all correspondence (mail and fax), take messages, and communicate all relevant information to team. III. MANAGEMENT CONTROLS Planning T3 Uses monthly planner. Reads all mail thoroughly before setting out weekly plans. Uses foresight in outlying and preparing for promotions and projects. Plans and executes exciting, successful special events and promotions in accordance with supervisors direction. Page 5 Personal Organization T3 In general, "there's a place for everything and everything is in it's place". Reception, filing and dispensary organization is per standards. Daily to do lists are maintained and forwarded verbally or via note. Projects and tasks are organized into logical phases and tasks. The principles of time management are recognized and adhered to. Monitoring/Controlling T3 Monitors and manages projects, tasks and human resources to assure results according to plan. Controls payroll cost, remaining within forecast guidelines by promoting business and decreasing scheduled hours when necessary. Controls supply cost, remaining within forecast guidelines by maintaining accurate, up to date inventory and ordering according to established manual guidelines. Sets and updates daily goals for all team members according to guidelines or personal goals, whichever is higher. Has check points and reacts in an appropriate and timely manner when variances from goals have occurred. Does not become so absorbed in personal task accomplishment that associates and their work progress is ignored.

6 IV. GENERAL PROFICIENCY Aptitude and Ability to Learn T3 Copes well and responds positively to change in policy and/or administrative procedure. Quickly learns new techniques and processes. Quickly adapts to new technical procedures and products and encourages salon team to do the same. Retains what is learned and can follow instructions easily.

7 IV. GENERAL PROFICIENCY Aptitude and Ability to Learn T3 Copes well and responds positively to change in policy and/or administrative procedure. Quickly learns new techniques and processes. Quickly adapts to new technical procedures and products and encourages salon team to do the same. Retains what is learned and can follow instructions easily. Page 6 Decision Making T3 Makes sound decisions based on proper facts and data. Analyzes all phases of a situation before making a decision. Shows discretion and discernment. Is willing to make decisions. Management Productivity T3 Gets the job done in terms of quality and within budget. Gets the job done on time. Ability to Prioritize T3 O E+/E E- P+ P P- NP+ NP NP- 1 T Sets out those functions and performs the activities which have the greatest impact on the business

8 at the moment. Re-prioritizes when necessary, shifting thought and processes to new priorities quickly. Administrative Ability T3 Thoroughly reads the mail daily and organizes it in a productive fashion for execution and follow up. Uses follow up file system. Shows an interest and proficiency in record keeping, paperwork processing, procedures, reports, etc. Sets example by maintaining orderly and effective appointment schedule, daily/weekly record, etc. The filing system and salon itself is neat, clean and orderly. Page 7 Equal Opportunity Employment T3 Seeks ways to hire qualified minorities. Treats each person with dignity. Is fair and consistent in all manners of management. V. TECHNICAL DISCIPLINES Human Resource Management/ T3 Administrative Hires and retains a top quality, highly skilled team of professionals with the expertise to build and retain a successful client base. Uses the dual interview process and does reference checks. Conducts thorough orientations, before introducing team member to guests. Thoroughly trains, both personally and through subordinates, all new hires in all aspects of Guest Service procedure and salon administrative procedure using appropriate tools. Develops team members as future management leaders and program implementers.

9 Compensates team members fairly in accordance with performance and budget. Conducts one-on-one progress reviews with each team member regularly. Administers progressive discipline when warranted. Keeps confidential people matters in confidence as appropriate. Maintains up to date and orderly human resource files. OPERATIONS MANAGEMENT T3 ADMINISTRATIVE QUANTIFIABLE OPERATIONAL FACTORS Current Yr. Prior Yr. Budget Forecast, % over/under. Labor hours, over/under Payroll cost %, over /under Supply Cost in % of volume Page 8 OVERALL EVALUATION The appraisal factors are listed below. To help you determine an accurate, properly weighted overall rating, please complete this worksheet. 1. List the rating of each factor in the first column (any factor assigned a "T" rating should be shown as a "3" in the first column). 2. Note the second column has been filled in with the appropriate weighting. A "1" weighting indicates least important, but would not be on the form if it didn't hold some significance. 3. Multiply column "1" x column "2" = column "3". 4. Add column "3" (#1 --#12) for it's GRAND TOTAL. 5. Divide the GRAND TOTAL of column "3" by the GRAND TOTAL of column "2" for an overall weighted rating. *Note the weighting of those factors in ALL CAPITALS is the highest due to it's importance. TECHNICAL PROFICIENCY EDUCATION T3* Truly believes on-going education is the key to our success. Insures self and staff attends all required training; arriving on time, in dress code and prepared. Shows genuine interest and participates in all training sessions attended. Promotes the utilization of all learned techniques within the salon.

10 Page 9 WORKSHEET Column I Column II Column III WEIGHTED RATING WEIGHT RATING GUEST SERVICE / RETENTION 1. GENERAL ATTITUDE X 15 = 2. BEHAVIOR PATTERNS X 15 = BEHAVIOR FACTORS 3. LEADERSHIP X 15 = 4. Interpersonal Skills X 10 = 5. Flexibility X 5 = 6. Temperament X 5 = 7. PROFESSIONAL IMAGE X 10 = IMPACT 8. Initiative X 10 = 9. Effort X 10 = 10. Accepts Responsibility X 5 = 11. Meeting Participation/ Commu nication X 5 = MANAGEMENT CONTROLS 12. Planning X 5 = 13. Personal Organization X 5 = 14. MONITORING AND CONTROLLING X 15 = GEN ERAL PROFICIENCY 15. Aptitude and Ability to Learn X 5 = 16. Decision Making X 5 = 17. Management Productivity X 10 = 18. Ability to Prioritize X 5 = 19. Administrative Ability X 5 = 20. Equal Opportunity Employment X 10 = TECHNICAL DISCIPLINES 21. Human Resource Management/Admin. X 10 = OPERATIONS MANAGEMENT/ADMIN. 23. QUANTIFIABLE OPERATIONAL FACTORS X 10 = TECHNICAL PROFICIENCY 24. EDUCATION X 15 = TOTAL / =

11 TEAM MEMBER DATE APPRAISER DATE PRINT TEAM MEMBER NAME PRINT APPRAISER'S NAME Page 10